Course Catalog atalog
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In the First Quarter of 2011 alone, Dynasty Lanes saw a sales increase of 17%. I feel that a large part of this increase is due to what I have learned and passed on to my staff and what they have learned on their own during their classes. As a small center (12 lanes) proprietor, I would recommend taking these courses to everyone. Lewis Sims, Proprietor Dynasty Lanes Willard, OH
Course Catalog
First-Ever Virtual Learning Platform Provides Online Learning to Help Bowling Proprietors Around the World Learn How to Operate Their Centers at Maximum Profitability ARLINGTON, Texas, March 21, 2011 – Anne Arundel Community College (AACC) and the Bowling Proprietors’ Association of America (BPAA) have been awarded the 2011 Maryland Distance Learning Association’s (MDLA) Program of the Year award for the design of Bowling University’s Online Training and Management Certification Program. The award is the top honor in the MDLA’s workforce development category and credits the BPAA – the leading non-profit trade association in the bowling industry – for partnering with AACC to create a program to help bowling proprietors around the world apply cutting-edge technology to enhance the profitability of their centers. Bowling University is the first-ever learning platform of its kind and is offered exclusively to BPAA members. The Bowling University program includes Online Training and Management Certification Program and The School for Bowling Center Management as well as Virtual Staff Training programs. Bowling University was created to assist in the development of staff members, increase revenues and grow the customer base of member centers. “The past few years have been an exciting time for bowling and our industry has seen tremendous advances in the services and experience that we can provide to customers, as well as the operational advances that proprietors can implement in running their centers,” said Bart Burger, BPAA’s Vice President of Business Development. “The Bowling University Online Training and Management Certification Program is an incredible initiative that enables us to empower thousands of proprietors with the latest tools and programs to achieve operational excellence while growing their bottom line.” The program was originally conceived in 2007 when BPAA’s Education Committee determined there was an industry demand for higher education and certification for its members. Working with AACC, the Education Committee along with BPAA staff developed 36 modules that address the primary areas of work activity for the typical bowling center. These topic areas include: sales and marketing, food and beverage, facility maintenance, customer service, finance, human resources, supervisory skills, entertainment income and leadership. The MDLA, which hosts the Distance Learning Awards annually, is an association of learning professionals who advocate and promote the coordination and use of distance education in Maryland and throughout the region.
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The Bowling University’s Online Training and Management Certification Program is the first and only virtual learning platform available to the bowling industry. This program allows proprietors, managers, and bowling center employees from around the world to come together in a virtual classroom and learn how to operate their centers more profitably. Through a partnership with Anne Arundel Community College, named one of the top ten foremost leaders in e-learning and digital technology, we have developed college-level courses addressing your bowling or entertainment center’s training needs. These courses are divided into a variety of topic areas including: Customer Service, Entertainment Income, Finance, Food and Beverage, Human Resources, Leadership, Marketing and Sales, Maintenance, and Supervisory Skills. Online education is quickly becoming the standard in higher education. Today, one in every six students enrolled in college will participate in online learning. In fact, a 2009 U.S. Department of Education study found that students taking online courses outperformed students receiving face-to-face instruction. This is your opportunity to get involved in an educational program that will change the way the industry operates. It is the vision of the Bowling University to raise the bar in the operation of bowling centers and create new standards that improve the public’s opinion of bowling. Through your help, we can create a better educated workforce and improve the profitability in the business of bowling.
Table of Contents BPAA Certifications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Customer Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Service Standards Implementing Service Standards Service Training Lab Entertainment Income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Introduction to Profit Centers Implementing Profit Centers Implementing a Redemption Center Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Introduction to Financial Analysis Cash Management Finance: Pricing Strategies Operational Measurements Food and Beverage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Basic Food and Beverage Operations Food and Beverage Pricing Strategies Inventory and Portion Controls Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Staffing and Recruiting On-Boarding Employee Relations Staffing Procedures Lab Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Leadership Principles Team Synergy Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Maintenance Department Management Center Maintenance Guidelines Maintenance Tracking, Monitoring and Budgeting Performance Standards and Accountability Marketing & Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Introduction to Strategic Marketing Building and Retaining a Customer Base Customer Demographics and Segmentation Supervisory Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Employee Motivation Increasing Performance and Efficiency Legal Operations Managing Conflict and Employee Discipline Effective Delegation
BPAA Certifications
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This capstone project requires students to complete a series of assignments where they walk through the process of developing a better functioning food service profit center by taking measures to decrease costs and increase sales volumes.
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3FRVJSFNFOUT Basic Food and Beverage Operations Pricing Strategies Inventory and Portion Controls Any two Supervisory Skills electives Any two Human Resource electives Any one Finance elective Food and Beverage Capstone
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This capstone project requires students to complete a series of assignments as they design an annual marketing plan that can then be implemented in their center.
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3FRVJSFNFOUT Introduction to Strategic Marketing Building and Retaining a Customer Base Customer Demographics and Segmentation Any one Supervisory Skills elective Any two Finance electives Any one Customer Service elective Any one Entertainment Income elective Marketing and Sales Capstone
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This capstone project requires students to analyze their center’s current maintenance operations and staff levels and develop a system for increasing productivity while limiting machine down time.
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3FRVJSFNFOUT Maintenance Department Management Center Maintenance Guidelines Maintenance Tracking, Monitoring and Budgeting Performance Standards and Accountability Any two Supervisory Skills electives Any one Human Resource elective Any one Customer Service elective Maintenance Productivity Capstone
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This course is the graduate course of studies specialty certification capstone project. A student must complete all 35 other courses and certification capstone projects before enrolling in this final capstone project. This capstone project is the final component to the overall graduate course of studies certification in the Online Training and Management Certification Program. Students review the lessons covered in the program and complete a series of final assignments helping them to develop a future plan for their center and themselves.
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Customer Service Service Standards (09101CS) Objective This course helps students develop mission and vision statements and build customer service standards to support them. Lesson 1 • Define customer service in actionable terms. • Understand the relation between customer service and your center’s success. • Analyze how a Mission Statement and Company Values Statement can be a driving force fueling your center’s success. Lesson 2 • Understand the need to differentiate your center. • See your center from a visitor’s perspective. • Recognize the layers that make up customer service. Lesson 3 • Define a customer service baseline in terms of your bowling center. • Understand different customer service theories. • Establish a baseline to implement in your bowling center. • Think about service standards that would be a good fit for your center.
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Customer Service Implementing Service Standards (10201CS) Objective This course shows students how to implement and measure the effectiveness of the service standards developed in the previous customer service class. Through better communication, a series of exercises and proper training procedures, they learn how to create staff buy-in for these standards. Lesson 1 • Relate all aspects of your center’s goals to your customer service initiative. • Prepare to roll out service standards to your center’s employees. • Engage your customers purposefully to find out what they want. Lesson 2 • Train your employees to excel in delivering your customer service standards. • Understand how to set a baseline standard for your center. • Empower your employees to handle customer service issues that may arise. • Evaluate the layers of customer service to implement in your center. Lesson 3 • Appreciate the benefits of catching employees doing things right. • Evaluate a rewards and recognition program. • Learn ways to handle employee conflicts. • Understand the need to create clear consequences for ignoring the center’s ceent n er er s standards stand taand nda da or delivering sub-standard performance.
We could see things that needed to be fixed up and generated new ideas to improve . . . We always had a good staff, but now they’re outstanding.
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Lewis Sims, Proprietor Dynasty Lanes Willard, OH
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Customer Service Service Training Lab (10301CS) Objective This lab course has students complete a series of assignments, developing implementation strategies for their center’s customer service standards and training practices. Lab Topic 1 • Coordinate all of the initiatives taking place in your center. • Analyze your customer base. • Apply population statistics to your center. • Create surveys as needed to get to know your customers. Lab Topic 2 • Introduce the Mission and Vision/Company Values to employees and customers. • Understand the importance of these statements in providing direction to employees. • Recognize what characterizes a great statement. Lab Topic 3 • Work with staff members to create service standards. • Develop training techniques to ensure consistent delivery of service. • Establish the minimum acceptable standard of service in the center. • Evaluate the layers of customer service to implement in your center. • Empower employees, bringing out their abilities to deliver exceptional service. Lab Topic 4 • Fine-tune the implementation of service standards. • Monitor service delivery for consistency issues. • Formulate a plan to remedy implementation issues. • Evaluate methods of recognition and rewards to provide incentive to employees. Although not required, it is strongly recommended that both Service Standards (09101CS) and Implementing Service Standards (10201CS) be taken prior to this course as it often references projects from these two courses.
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Entertainment Income Introduction to Profit Centers (09101E) Objective This course introduces students to a series of entertainment venues and programs being utilized in bowling centers throughout the world and shows how they can be integrated into their centers to generate revenue. Lesson 1 • Understand the differences between various entertainment profit centers. • Recognize potential opportunities to add entertainment offerings at your center. • Develop checklists and pinpoint items to include in an entertainment feasibility research. Lesson 2 • Identify factors to consider when implementing an entertainment attraction. • Understand the market within a driving distance from your center. • Develop a list of Internet resources to research demographics and regulations.
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Entertainment Income Implementing Profit Centers (10201E) Objective In this course, participants learn implementation strategies for ancillary revenue sources. Lesson 1 • Assess the profitability of current revenue centers using square foot analysis. • Understand factors to consider before implementing attractions. • Research basic requirements needed to implement popular entertainment attractions. • Incorporate tips from FEC experts regarding entertainment operations. Lesson 2 • Calculate Cost of Goods Sold in relation to sales revenue, square footage and profitability. • Identify factors to consider when implementing an entertainment attraction. • Understand the importance of “playabilityâ€? for the attractions you wish to implement. • Narrow your selection down to what will work best for your center. • Appreciate the importance of having a well-trained staff to ensure the maximum level of success when implementing a new attraction. • In this course, centers with non-bowling entertainment are referred to as FECs (Family Entertainment Centers). This includes traditional bowling centers that opt to expand services (to become Hybrid Centers) as well as large-scale FECs.
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Entertainment Income Implementing a Redemption Center (11202E) Objective Throughout this lab module, students are guided in determining how to develop plans for a capital project. Lesson 1 t 3FTFBSDI FêFDUJWF HBNF SFEFNQUJPO BSFB QMBOOJOH MBZPVUT t 6OEFSTUBOE UIF GBDUPST JOWPMWFE JO HBUIFSJOH SFEFNQUJPO DFOUFS games pricing. t Weigh pros and cons of specific games (e.g., cost, floor space, popularity). t %JêFSFOUJBUF CFUXFFO WBSJPVT UZQFT PG UJDLFUJOH PQUJPOT t -FBSO BCPVU SFEFNQUJPO QSJ[F NFSDIBOEJTJOH EJTQMBZ TUSBUFHJFT Lesson 2 t )JSJOH B DPOTVMUBOU UP QFSGPSN B GFBTJCJMJUZ TUVEZ UP BTTFTT UIF financial and market support viability for your redemption center plans. t $PMMBCPSBUJOH XJUI B EFTJHOFS UP DSFBUF JOUFSJPS MBZPVUT UP NBYJNJ[F profitability and positive guest experiences. t *ODPSQPSBUJOH HPWFSONFOU SFHVMBUJPOT BCPVU SFHBSEJOH MBOE UFTUJOH compliance into your plans for redemption center development. t 1FSGPSNJOH SFTFBSDI SFHBSEJOH MPDBUJPOT TJUF TFMFDUJPO t *ODSFBTJOH TBMFT WPMVNFT CZ EFWFMPQJOH B QMBO UP JNQMFNFOU B redemption-games profit center at your bowling center or FEC. Lesson 3 t Determine the scope of the redemption arcade your center can afford. t *EFOUJGZ ZPVS DBQJUBM QSPKFDU CVEHFU T CSFBLFWFO QPJOU o B UJNFUBCMF for recouping investment costs. Estimate the timeline to achieve return on investment. If it’s too long (longer than your center can sustain outlay on the redemption project without profit), rethink development plans and scale back where possible.
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Finance Introduction to Financial Analysis (09101F) Objective This course introduces students to basic financial terminology and tools and their relevance to the bowling industry. Lesson 1 • Appreciate the impact a solid financial analysis plan can have on your center. • Recognize the importance of consistency and transparency when implementing your financial plan. Lesson 2 • Grasp the basic principles of accounting. • Relate these accounting principles to your bowling center. • Recognize the various types of financial statements. Lesson 3 • Gain an understanding of the tools available to analyze your center’s financial performance. • Recognize the various types of financial reporting. • Define key terms used in financial analysis.
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Finance Cash Management (10201F) Objective This course shows students how to manage cash flows, controllable expenses and integrate inventory control systems. Lesson 1 • Define and understand what cash flow is in your center. • Account for fluctuations in flow. • Describe how and why a cash flow statement is used. Lesson 2 • Understand how runaway expenses can ruin your operation. • Evaluate your center’s current expenses. • Consider expenses that can be scaled back. • Manage your biggest expense areas. • Know how Cost of Goods Sold affects your center’s performance. • Appreciate the effect of the payroll expense based on a case study that will be presented. Lesson 3 • Discover inventory issues you may not have noticed before. • Implement an inventory control system. • Relate inventory to Cost of Goods Sold.
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Finance Pricing Strategies (10202F) Objective This course shows students how pricing structures influence consumer opinions and influence their center’s profitability. Students perform a price elasticity exercise that helps them better determine appropriate price points for their products and services. Lesson 1 • Differentiate between the two most basic pricing models. • Define the theory of competitive strategy as put forth by Michael Porter, a highly-respected professor at Harvard Business School. • Name the five basic competitive forces in a market. • Identify the pitfalls in choosing one pricing model and making a change later. Lesson 2 • Grasp the basic formula that is the starting point for developing your center’s pricing strategy. • Recognize how supply and demand interact in your center—and how to apply it to pricing strategy. • Understand the role perceived value plays and how it can affect profitability. • Calculate profitability based on costs and revenues. Lesson 3 • Evaluate how to determine price elasticity when developing your strategy. • Position your center for handling price increases. • Set benchmarks to help you monitor your pricing strategy and its effectiveness.
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Finance Operational Measurements (11203F) Objective This course shows students how to analyze, interpret and potentially predict your center’s financial performance statements by learning to identify weaknesses and growth opportunities for your center and factors influencing performance levels. Lesson 1 t 6OEFSTUBOE XIZ PQFSBUJPOBM NFBTVSFNFOUT NBUUFS UP ZPVS DFOUFS t Address how a bowling center is different than many other businesses due to the cash factor. t Define what shrinkage is and expand on best practices for reducing it. t &MBCPSBUF PO XIBU CVTJOFTT ESJWFST BSF XJUIJO ZPVS DFOUFS Lesson 2 t *EFOUJGZ UIF CFTU NFUSJD UP VTF JO NFBTVSJOH BDUJWJUZ JO ZPVS DFOUFS t 3FBE BOE BOBMZ[F B XFFLMZ SFQPSU t $PNQBSF EBZ XJUI EBZ BOE ZFBS PWFS ZFBS t (FOFSBUF RVFTUJPOT CBTFE PO ZPVS ÍOBODJBM SFQPSU BOBMZTJT
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Food & Beverage Basic Food and Beverage Operations (09101FB) Objective This course introduces students to bowling center food service operations, such as safety and sanitation, appearance and presentation, and menu development. Lesson 1 • Transfer knowledge of food-borne illnesses to food and beverage employees. • Recognize areas of improvement for food/beverage handling and safety. Lesson 2 • Modify your perspective, assessing food/beverage service operations through the lens of your patrons. • Consider how each element of staff, snack bar/restaurant, bar/ lounge and lane service contributes to the overall ambiance and customer experience. • Develop an action plan to improve food/beverage service presentation and appearance. Lesson 3 • Identify potential new menu items using competitive research, tapping into food trends, attending food shows, and asking your distributors d di sttri ribu bu b uto tors rs what wh their most in-demand items are. • Develop and execute a customer survey. Once you know what menu items patrons prefer, create demand with signature items exclusive to Even though I think we are good at what we do and already know your establishment. how, the Basic Food and Beverage • Engineer print menus and menu boards that Operations course had me stop maximize profitability. to see ways we can be and focus better. In the course, I created a better checklist for cafe and bar crew to maintain cleanliness. The very next month we received an outstanding score on our health Melanie R Warmke inspection! Managing Member Holiday Lanes LLC Bossier City, LA
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Food & Beverage Pricing Strategies (10201FB) Objective This course gives students the tools to appropriately price and package items available at their food service center, while taking into account cost controlling. Lesson 1 • Assess pricing factors and their relation to the value point. • Calculate individual item costs. • Comprehend Cost of Goods Sold in your center. • Distinguish between fixed expenses and variable expenses. • Determine menu pricing and it’s relation to menu engineering. Lesson 2 • Learn the important role controlling costs plays in increasing food/ beverage profitability. • Determine usage and overall food/beverage costs each week to assess cost controls. • Develop basic staff training and processes for safe and cost-effective alcohol handling. Learn the important role controlling costs plays in increasing food/beverage profitability. • Determine usage and overall food/beverage costs each week to assess cost controls. • Develop basic staff training and processes rooceesses roce ssess for ss for safe saf afee and an nd cost-effective cost co stt eff alcohol handling.
Linda Johnson Colonial Bowling & Banquet Center Sparta, WI
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I took the Food & Beverage Pricing Strategies and wha t a help it was in the business. Ther e were items that we found that we were losing money in. We then wen t through all of ou r items that we sell and found that w e were not making the profit margin we thought we w ere. I would like to thank the BPAA Bowling Universi ty for offering these classes and helpin g our business in th ese tough times.
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Food & Beverage Inventory and Portion Controls (10202FB) Objective This course gives students the tools to improve their food service operations by implementing inventory controls, monitoring food portioning, and monitoring other operating costs. Lesson 1 • Assess criteria for choosing a distributor. • Establish par levels for inventory ordering. • Understand the factors of effective inventory receiving and storage. • Develop inventory management procedures. Lesson 2 • Learn the consequences of not controlling portions during food preparation. • Determine the cost associated with each ingredient and portion for every menu item. • Implement non-food controls, such as beverage and food-service extras (e.g., paper products). • Assess the link between effective buying and portion controls. • Understand the important role portion control plays in increasing food/beverage profitability.
I & Beverage Courses I enjoyed the 3 Food ty. rsi ive Un e Bowling completed through th ise to receive the pr sur nt It was a pleasa e er students. I got som feedback from the oth t len cel d some ex great information an other students. e th th interaction wi would be a forum for I had no idea there s ssions. The class wa comments and discu m fro ay tting me aw very helpful with ge same old way. The e th gs looking at thin other classmates were comments from the invaluable.
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Sherry Hoerr Business Manager Strike Zone Bowling Center NTC & Fort Irwin, California
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Human Resources Staffing and Recruiting (09101HR) Objective This course demonstrates the value of good employees and the importance of standardized hiring techniques. Students are given the tools to design a business structure that promotes growth for staff while providing a template for finding quality employees. Lesson 1 • Relate the hiring process, in a mock scenario, to how the process is done in your center. • Understand how the ripple effect occurs throughout the center based on one hiring decision. • Appreciate the need for a systematic approach when it comes to Human Resources. Lesson 2 • Define your center’s culture. • Evaluate true hiring need vs. perceived need to hire. • Assess your center’s true operational needs. • Consider cost-effective alternatives to hiring a new person right away. Lesson 3 • Define great employee qualities that make for a good fit in your center. • Decide whether to hire for the job, for the center, or both. • Appreciate the need to understand job duties more than job title. • Evaluate the variety of recruiting One lesson in “Staffing and Recruitingâ€? tools now available for your employee for example deals with the importance of search. proper job descriptions. Part of creating my job area is the maintenance of job ed descriptions. By utilizing the newly gain ns. iptio descr job our knowledge I modified Having the modified job descriptions available makes it now easier for our supervisors to prepare their interview sessions and to ask the right questions to job applicants, which ultimately helps our organization to hire the right people for the jobs. And having the right people for the job saves money.
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Marlies McKie Executive Assistant SpareZ, Inc. Davie, FL
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Human Resources On-Boarding (10102HR) Objective This course shows students how to handle the most important phase of their employees’ development. They are given the tools to effectively interview, hire and orient new employees to the bowling industry and the center. Lesson 1 • Understand the laws governing interviewing and hiring. • Differentiate between fair and unfair interviewing and hiring practices. • Access resources that will guide your interviewing and hiring process within the dictates of the law. Lesson 2 • Appreciate the value of an interview template. • Begin to think about a beneficial interview template for use in your center. • Be able to assess an applicant’s qualifications. • Contemplate the criteria defining the most qualified person for the job—and for your center. Lesson 3 • Manage new hire training. • Assess weaknesses in your current on-boarding methods. • Orient new employees to your center’s operations. • Introduce your new employee to the center’s service standards that promote your customer service goals.
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Human Resources Employee Relations (10103HR) Objective This course shows students how to build positive relationships with their employees that promote productivity and teamwork. They are also given the proper procedures for handling employee conflicts. Lesson 1 • Understand that all relationships take work—including those in a casual center setting. • Evaluate which jobs in your center are naturally cross-functional. • Appreciate the value of continued employee development. • Grasp the relevance of creating a roadmap for development. Lesson 2 • Define employee performance evaluation criteria. • Create a system of measuring employee performance. • Incorporate ways to reinforce training and your center’s values into daily interactions with employees. • Develop consistency with how you evaluate employees, taking care to give all employees equal treatment. Lesson 3 • Analyze performance problems that occur in your center. • Relate to handling conflicts swiftly rather than allowing them to pass. • Appreciate the value of documentation. • Understand how to manage the termination of an employee.
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Human Resources Staffing Procedures Lab (10301HR) Objective This lab course has students complete a series of assignments to determine their center’s staffing needs and develop a structure for finding, recruiting, and training new employees. Lab Topic 1 • Evaluate true hiring need vs. perceived need to hire. • Assess your center’s true operational needs. • Consider cost-effective alternatives to hiring a new person right away. • Define your center’s culture. Lab Topic 2 • Define great employee qualities that make for a good fit in your center. • Decide whether to hire for the job, for the center, or both. • Appreciate the need to understand job duties more than job title. • Evaluate the variety of recruiting tools available for your employee search. Lab Topic 3 • Develop a beneficial interview template for use in your center. • Create scripts for the phone interview and the in-person interview. • Generate a list of “Must Knowsâ€? for every potential employee. Lab Topic 4 • Set employee expectations from day one. • Create an on-boarding checklist. • Develop a training checklist for new hires. Lab Topic 5 • Devise a road map to develop employees. • Develop an in-house training seminar. • Create a performance management system. • Implement a system of measuring employee performance. • Incorporate ways to reinforce training and your center’s values into daily interactions with employees. • Cultivate consistency with how you evaluate employees, taking care to give all employees equal treatment. • Analyze performance problems that occur in your center. • Specify how conflicts will be handled. 1BHF
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Leadership Leadership Principles (10401L) Objective This course presents students with the principles of leadership and gives a demonstration of how those principles can be applied to the center. Lesson 1 • Determine what defines a leader. • Understand the difference between a manager and a leader. • Describe key leadership skills. • Manage change by leading employees through the process. • Apply leadership techniques to your management style. Lesson 2 • Identify how others deal with change, so you may tailor communications, training, etc. to effectively manage the process. • Understand and recognize various types of change and factors that don’t change. • Apply techniques for change management to your leadership style. Lesson 3 • Develop a Bowling Center Leadership profile.
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Leadership Team Synergy (10402L) Objective This course shows students the characteristics of successful teams and gives them the tools to surround themselves with effective, goal-oriented staff members. Lesson 1 • Distinguish the key differences between a group of people and a team. • Garner team input to establish effective goals. • Assemble a winning team and boost synergy to set and accomplish goals. • Recognize the variety of roles at play within teams at your center. Lesson 2 • Improve communication within your team. • Lead productive brainstorming sessions. • Enhance the effectiveness of team decision-making by implementing learned techniques. • Understand and recognize sources of team conflict. • Coach your team to resolve issues internally.
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Maintenance Maintenance Department Management (10101M) Objective This course is an introduction to maintenance in your center which covers the mechanic’s and management’s/owner’s role, staffing and handling inventory. Lesson 1 • Appreciate the mechanic’s role in your center. • Understand the struggle to find highly experienced mechanics. • Determine staffing needs based on your center’s size and volume. Lesson 2 • Identify the characteristics of top-down management. • Evaluate the current state of your maintenance program. • Understand the reasons why developing a plan will raise the bar. • Ensure that your maintenance staff has access to resources to help with on-the-job training. Lesson 3 • Determine inventory needs for your center. • Manage your inventory system effectively. • Use inspection reports to drive inventory purchases.
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Maintenance Center Maintenance Guidelines (11201M) Objective This course shows participants how to operate an efficient and safe maintenance department. Lesson 1 • Recognize the various systems and equipment related to a bowling center. • Establish and ensure compliance with safety protocols for your center. • Locate more information for developing and updating safety protocols. • Ensure that maintenance staff has access to resources to help in on-the-job training. Lesson 2 • Manage a maintenance department that saves money over long-term. • Develop a maintenance plan that moves beyond repair-only. • Gauge adequate staffing and inventory levels. • Implement best maintenance practices that are preventative. • Identify best practices for maintaining the interior and exterior of your center. Lesson 3 • Develop a budget based on the center’s machines. • Set performance standards and enforce accountability. • Develop a systematic method for troubleshooting. • Appreciate the benefit of keeping maintenance charts. • Create a duty log and a maintenance diary. • Gauge performance of machines by tracking stops and patterns. • Keep your maintenance department in top-notch order.
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Maintenance Maintenance Tracking, Monitoring and Budgeting (11202M) Objective This course is one of several specialty tracks offered in BPAA’s online learning program. Lesson 1 • Identify the benefits of tracking and monitoring various aspects of maintenance. • List the types of information that are valuable to track. • Analyze relevance of call/stops and how they relate to machine performance and budgeting. Lesson 2 • Identify the positive impacts of a comprehensive maintenance program on budget. • Learn the types of reports that are useful to generate to determine what machines need. • Recognize the relationship between lineage, frames per stop and budgeting. • Solve frames per stop problems by eliminating persistent calls. • Evaluate patterns uncovered through reports and what to do with them.
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Maintenance Performance Standards and Accountability (11203M) Objective This course shows participants how to manage a maintenance department that saves money over long term and how to develop a maintenance plan that moves beyond repair-only. Lesson 1 • Appreciate the significance of customers spending their disposable income in your center. • Recognize the role of the maintenance department in customer service. • Visualize the bowling experience through a customer’s eyes. Lesson 2 • Recognize how accountability fits in with the new maintenance plan you develop. • Implement baseline standards and benchmarks to track progress. • Evaluate maintenance goals using the SMART goal method. • Ensure that top notch performance is achieved through consistent planning. • Develop a means of organizing the details that make up your plan using accountability tools. • Gauge adequate staffing and inventory levels. • Implement best maintenance practices that are preventive. Lesson 3 • Establish guidelines for holding maintenance staff accountable. • Develop a budget based on the center’s machines. • Set performance standards and enforce accountability. • Determine what maintenance staff is responsible for tracking/doing. • Define what everyone is responsible for tracking. • Handle performance reviews that evaluate individual performance, training effectiveness and establish new goals for the upcoming weeks and months.
1BHF
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Marketing & Sales Introduction to Strategic Marketing (09101MS) Objective This course introduces students to understanding and recognizing target markets and developing specific programs to their needs. Lesson 1 • Define marketing and its key elements. • Understand why marketing is essential to your bowling center’s success. Lesson 2 • Compare your center’s marketing budget against industry standards. • Identify your center’s marketing emphasis and approximate percentages of the marketing budget that are dedicated to each focus. Lesson 3 • Define “ROIâ€? (Return on Investment). • Calculate ROI for a marketing campaign. • Evaluate the success of a marketing campaign.
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Marketing & Sales Building and Retaining a Customer Base (10201MS) Objective This course walks students through the process of attracting new customers to the center, then transitioning them to loyal, repeat guests. Lesson 1 • Grasp the potential of the open-play market for your center’s future. • Understand the multiple segments that make up open-play bowlers. • Relate the various programs offered by BPAA to increase youth participation in your center. • Evaluate ways to transition bowlers from casual to recreational bowlers. Lesson 2 • Establish a method of tracking league dropout and a plan to lure them back. • Learn how to maintain leaguers’ interest. • Identify potential league bowlers from your current customer base and via outside sales. • Determine effective incentives and promotions to bring in new league members. Lesson 3 • Analyze ways to develop event business in your center through targeted marketing. • Evaluate the variety of promotional options available to the center. • Learn how to use your facility as a showcase to the local community and transition event bowlers to committed league bowlers.
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Marketing & Sales Customer Demographics and Segmentation (10202MS) Objective This course demonstrates how to define different customer segments based on common characteristics and how to capture customer information for the development of a functional database. Lesson 1 • Track and adjust evolving demographics. • Define opportunities based on demographics and generational preferences in your target market. • Evaluate options that meet the needs of consumer segments. Lesson 2 • Identify gaps in programming for each demographic near your center. • Build and maintain an accurate database of bowlers and prospects. • Initiate marketing that combines demographics research and database records.
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Supervisory Skills Employee Motivation (09101S) Objective This course addresses employee motivation and what factors increase employee performance levels, as well as techniques for performing employee reviews more successfully. Lesson 1 • Understand your role as a performance coach. • Recognize effective coaching and training techniques. • Identify each employee’s adult learning styles. • Assemble effective training curricula. Lesson 2 • Provide performance evaluations that are objective, fair and beneficial to employees. • Help employees set goals and develop a plan to achieve those goals. • Conduct performance appraisal meetings that provide employees with valuable feedback and concrete suggestions for continuous improvement. Lesson 3 • Understand motivation and recognition techniques. • Discuss various motivation theories and how to apply these within your center. • Consider numerous ways to recognize/reward employees.
1BHF
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Supervisory Skills Increasing Performance and Efficiency (09102S) Objective This course gives students the tools to effectively communicate with their staff and to better manage their time. Lesson 1 • Discuss the communication process and its components. • Recognize listening as an essential part of the communication process. • Write emails effectively. • Complete an Action Plan. Lesson 2 • Introduce 10 principles of effective time management into your workplace. • Understand and manage realities for today’s supervisors. • Conduct effective meetings. • Comprehend the elements of a time management action plan.
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Supervisory Skills Legal Operations (10103S) Objective This course introduces students to insurance, Occupational Safety and Health Administration (OSHA), worker’s compensation and basic workplace safety. Lesson 1 • Identify common hazards as well as gaps in safety procedures and OSHA compliance within your bowling facility. • Learn various OSHA resources to help with safety and health program development. • Develop an outline/categories of elements to include in a written workplace safety plan. • Understand how safety practices affect your center’s bottom line. Lesson 2 • Understand various types of liability and property insurance required to protect your facility. • Identify insurance gaps that may exist in your center. • Develop a list of questions to ask your facility insurance agent or to use to assess other insurance companies’ offerings.
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Supervisory Skills Managing Conflict & Employee Discipline (10104S) Objective This course give students the tools to resolve employee conflict at the center and handle employee discipline in a professional and legal manner. Lesson 1 • Identify conflict that may become disruptive to your operation. • Consider the need for mediation to resolve conflict. • Increase your use of listening and proper communication as conflict resolution tools. • Recognize the most common types of challenging employees and the strategies essential to modifying their behaviors. Lesson 2 • Manage performance improvement through the use of coaching techniques. • Understand the importance of documenting incidents and actions. • Effectively document employee performance. p • Avoid common supervisor missteps teps te ps w when hen disciplining employees. • Appreciate how these skills tie into intoo your yyou our center’s ou cent ce nter err s ooverall goals. We re ce cours ntly place e and d our , mana alrea dy see after just one c ger in an a diff dersta Juliet Ridgeway ours onlin ere n e Proprietor such d the work nce in hi e, I can s a gre i a n b g i s l a ity to Cedar Lanes of the t exp ing u erie un bu st Filer, ID line f each our nce to ha siness. Th ve som staff. or tra is is ini It much eo short ng our m will mak ne helper. F e the anag is eas or em ya timeis a fa nd cost-e a small ce ent team ffecti n s ntasti o t e r lik ve. ct and b enefit ool for op The onlin e ours, it e pr era ,I my em ploye will defin tors. A g ogram r es thr i ough tely conti eat value nue t BU o o nline classe send s.
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Supervisory Skills Effective Delegation (10105S) Objective In this course, students will learn the basics of effective delegation and recognize the potential benefits. Lesson 1 • Understand the principles and benefits of effective delegation. • Realize the drawbacks of not delegating. • Analyze the factors behind why delegation succeeds or fails. • Recognize the four employee types and how they relate to delegation. Lesson 2 • Understand the four rules of delegation. • Incorporate the 10 principles of effective time management. • Implement the basic steps to effective delegation. • Create goals and a success plan for each delegated task. • Manage the delegation process, including constructive feedback to employees.
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